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MANAGING PROJECTS - Coggle Diagram

- - - - Ballooning scope - one system tries to do too much
    - - Defects rise in proportion
      - Integration problems compound
      - Becomes incomprehensible to any one person
  - - - not technical features—define value
    - - Rarely faulty execution
    - - Leads to feature-bloated, kitchen-sink over-engineering
      - antidote comes solely from non-IT managers
    - - Need that’s present but not yet visible
      - Example: the RAID story
  - - - Fast, cheap, or good—explicit
      - Trying to achieve all three often achieves none
    - - Driven by a project’s business objectives
      - If time and money are scarce, curb scope
- - - - Design - Code - Test
    - - Active Business Participation (C-R-A-C-K) Business Team Members
      - Short iterations
      - Less Code